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2022 | z. 162 Contemporary Management | 87--100
Tytuł artykułu

Essential Competencies for Gen Z Remote Workers - Research Results

Warianty tytułu
Języki publikacji
EN
Abstrakty
EN
Purpose: The article's primary goal is to identify the most important values in the life of representatives of Generation Z after their experience of remote work in an uncertain time of COVID-19 pandemic and critical competencies essentials at home-office. Design/methodology/approach: The authors conducted a diagnostic survey with a survey questionnaire. The questionnaire was carried out using the CAWI method. It was filled in by 310 respondents who represent Generation Z, are professionally active and worked remotely during the pandemic. Frequency and percentage statistics and descriptive parametric were applied in the statistical evaluation. Findings: The research results showed that, in Gen Z-ers' opinion, they need specific competencies to be effective in remote work. They indicated the most important ones: the ability to use remote technologies and manage their own time, independent problem solving, self-motivation and commitment. Research limitations/implications: The authors intend to continue the research carried out in the discussed topic, as well as in the field of adaptability to remote work of other three generations, i.e., Y, X and BB. Due to the limitations of the research sample, it is important to underline that generalizing the research results must be done with caution. Practical implications: Human resource managers are challenged to develop the competencies necessary for effective work in a virtual environment. It is also a guideline for which areas employees need support and appropriate training policy. Originality/value: Our paper contributes to the latest insight into essential competencies for Gen Z in remote work. Managers need this knowledge to manage young employees from the Z generation best and ensure their effectiveness while working remotely.(original abstract)
Słowa kluczowe
Twórcy
  • Uniwersytet Ekonomiczny we Wrocławiu
  • Uniwersytet Ekonomiczny we Wrocławiu
  • Uniwersytet Ekonomiczny we Wrocławiu
Bibliografia
  • 1. Baron-Puda, M. (2012). Projektowanie strategii rozwoju kompetencji pracowników przedsiębiorstw produkcyjnych. Zarządzanie Przedsiębiorstwem, Vol. 4, pp. 2-11.
  • 2. Bruner, R. (2021). Remote Work Is All Gen Z Knows. But Are They Satisfied? Time. Retrieved from https://time.com/6090355/gen-z-remote-work/, 10.06.2022.
  • 3. Chillakuri, B., Mahanandia, R. (2018). Generation Z entering the workforce: the need for sustainable strategies in maximizing their talent. Human Resource Management International Digest, Vol. 26, Iss. 4, pp. 34-38. doi: https://doi.org/10.1108/HRMID-01-2018-0006.
  • 4. Eurofound (2020). Living, working and COVID-19. COVID-19 series. Luxemburg: Publications Office of the European Union.
  • 5. Hadidi, R., Power, D.J. (2020). Technology Adoption and Disruption-Organizational Implications for the Future of Work. Journal of the Midwest Association for Information Systems, Vol. 220, Iss. 1, pp. 1-8. doi: 1017705/3jmwa.000053.
  • 6. Jabra hybrid Ways of working: 2021 Global Report (2021). Retrieved from https://www.jabra.pl/hybridwork, 15.06.2022.
  • 7. Jeran, A. (2016). Praca zdalna jako źródło problemów realizacji funkcji pracy. Opuscula Sociologica, Vol. 2, Iss. 16, pp. 49-61. doi:10.18276/os.2016.2-04.
  • 8. Kantar TNS. (2018). The Remote Future. Rynek pracy zdalnej a oczekiwania pracowników. Retrieved from http://branden.biz/wp-content/uploads/2018/06/The-Remote-Rnek-pracy-zdanej.pdf, 07.06.2022.
  • 9. Kopertyńska, M.W. (2020). Zarządzanie pracą w zmieniających się uwarunkowaniach funkcjonowania organizacji. Wrocław: Wydawnictwo Uniwersytetu Ekonomicznego we Wrocławiu.
  • 10. Krasnova, A. (2021). Wymagania kompetencyjne wobec pracowników ds. HR wykonujących pracę zdalnie. Zeszyty Naukowe Uniwersytetu Ekonomicznego w Krakowie. Vol. 2(992), pp. 91-101. doi: https://doi.org/10.15678/ZNUEK.2021.0992.0206.
  • 11. Lanier, K. (2017). 5 things HR professionals need to know about Generation Z. Strategic HR Review, Vol. 16, Iss.6, pp. 288-290. doi: https://doi.org/10.1108/SHR-08-2017-0051.
  • 12. Lönnblad, J., Vartiainen, M. (2012). Future Competences Competences for New Ways of Working. Publication series. University of Turku. Brahea Centre for Training and Development. No. B:12.
  • 13. Lund, S., Madgavkar, A. Manyika, J., Smit, S. (2020). What's Next for Remote Work: An Analysis of 2,000 Tasks, 800 Jobs, and Nine Countries. McKinsey Global Institute. Retrieved from https://www.mckinsey.com/featured-insights/future-of-work/whatsnext-for-remote-work-an-analysis-of-2000-tasks-800-jobs-and-nine-countries, 15.06.2022.
  • 14. Lund, S., Madgavkay, A., Manyika, J.J., Smit, S., Ellingrund, K., Robinson, O. (2021). The Future of Work after COVID-19: Executive Summary. McKinsey Global Institute. Retrieved from https://www.mckinsey.com/featured-insights/future-of-work/the-future-of-work-after-covid-19, 17.06.2022.
  • 15. Page, C., Wilson, M. (1994). Management Competencies in New Zealand: On the Inside Looking In? Wellington: Ministry of Commerce.
  • 16. Sajkiewicz, A. (2002). Jakość zasobów pracy. Kultura, kompetencje, konkurencyjność. Warszawa: Poltext.
  • 17. Sawatzky, R., Sawatzky, N.J. (2022). Competencies for Success in Remote and Hybrid Working Contexts. Retrieved from https://www.researchgate.net/publication/ 360790410_Competencies_for_Success_in_Remote_and_Hybrid_Working_Contexts, 15.06.2022.
  • 18. Shifrin, N.V., Michel, J.S. (2022). Flexible work arrangements and employee health: A metaanalytic review. Work & Stress, Vol. 36, Iss. 1, pp. 60-85. https://doi.org/10.1080/ 02678373.2021.1936287.
  • 19. Ślązak, A. (2012). Przegląd badań dotyczących telepracy. Studia i Prace Wydziału Nauk Ekonomicznych i Zarządzania. Vol. 30, pp. 219-232.
  • 20. Tsareva, N.A., Melyanenko, S.Y. (2020). Remote work: development of employee digital competence. Revista de la Universidad del Zulia, Vol. 11, Iss. 31, pp. 131-140. doi:10.46925//rdluz.31.10.
  • 21. Tulgan, B. (2016). Not everyone gets a trophy: how to manage the millennials? Hoboken, New Jersey: John Wiley & Sons, Inc.
  • 22. Wang, Y., Haggerty, N. (2009). Knowledge transfer in virtual settings: the role of individual virtual competency. International Systems Journal, Vol. 19, pp. 571-593. doi: 10.1111/j.1365-2575.2008.00318.
  • 23. Wang, Y., Haggerty, N. (2011). Individual virtual competence and its influence on work outcomes. Journal Of Management Information Systems, Vol. 27, Iss. 4, pp. 299-334. doi: 10.2753/MIS0742-1222270410.
  • 24. Żarczyńska-Dobiesz, A., Chomątowska, B., Janiak-Rejno, I. (2021). The Value of Work in the Life of Representants of Generation Z - Autotelic or Instrumental? European Research Studies Journal, Vol. 24, Iss. 4B, pp. 356-368. doi:10.35808/ersj/2661.
  • 25. Żarczyńska-Dobiesz, A., Chomątowska, B., Janiak-Rejno, I., Strugała, A. (2022). Generation Z in uncertain time of SARS-CoV-2- how do they feel far away from office? Organization and Management Series, Scientific Papers of Silesian University of Technology. Gliwice: Silesian University of Technology Publishing House
Typ dokumentu
Bibliografia
Identyfikatory
Identyfikator YADDA
bwmeta1.element.ekon-element-000171661804

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